Sometimes it's fun to pick sides: Coke or Pepsi, the Beatles or the Rolling Stones, Red Sox or Yankees. It's fun because there aren't any real repercussions when you make these choices - unless of course, you're in the bleachers at Fenway wearing a pinstripe jersey!

But "taking sides" is a high stakes game in the workplace, especially for HR managers. In fact, the nature of human resources often puts us right smack dab in the middle of our organization's employees and leadership - a dangerous place to be.

So, whose side are you on - your employees' or your employer's? HR managers have many roles within an organization, serving as advocates for both groups at different times. Do you find that you generally pick a side? Or does it depend?

Actually, you should never side with employees or management. Even if you answered "it depends," you're in trouble. If you choose sides - even once - you will lose credibility and won't be taken seriously by either party. The only way to succeed in your job is to always be objective, and always be seen as objective.

When making workforce decisions, HR professionals should only take on the role of business advocate, mediator or negotiator. Your sole concern should be, "What's in the best interest of the business?" The business itself, not the leadership or the employees. In every situation, HR managers should look at the consequences of the action - will it be a potential threat to the business, or will it help the organization thrive, grow, or survive?

Of course, these decisions cannot be based on what you feel is right. In fact, emotions can't play into them at all. No one likes to be the bad guy and we often want to do things at work just to be nice. But emotional decisions aren't effective.

Your recommendations should always be based on the organization's mission statement. As a judge looks to the Constitution, or an umpire references the official rulebook, an HR professional has his or her trusty mission statement. What does your company's mission statement say about employees and the kind of employer the organization strives to be? The mission statement should drive all your decisions for the company, and aligning your recommendations with it gives you credibility with employees and your employer. If your company's mission statement doesn't have a component about employees, make sure the next version does.

This all sounds reasonable, but does it work in real life? As an example, let's look at layoffs. Say your company's fourth quarter numbers are down and you have to let go of 100 employees in several under - performing departments. Your organization's credo is that the company will be an employer of choice, recruiting and retaining the best and the brightest. How does that mesh with a layoff? You might be surprised to know that it does.

Most companies go through hard times and for employers of choice, that's no exception. But they prove their status when handling difficult situations. For example, how are soon-to-be former employees treated? Is staff being cut in some areas, but hired in others? Could workers be redeployed as a way to cut recruitment and training costs? If re-deployment isn't possible, will outplacement services, like resume help, and job search workshops, and fair severance packages be offered? Remember, objective HR managers don't recommend doing these extras to be nice or because it makes them feel better. They do it for the good of the business. These employees are still part of the community - and will spread the word to friends, family, and colleagues (sometimes even the media) about how they are treated. They may even end up being clients, customers, or sources of new and referred business in the future.

Many consulting firms have learned to do a great job when times necessitate cutting staff. Professional services firms call former employees "alumni," because savvy managers know they are great sources of new business ("I'm an alum" sounds so much better than "I was let go"). How you treat exiting employees during a layoff also sends a message to current ones. If the separation process is handled poorly, it definitely will impact workplace morale.

So when you're feeling stuck in the middle at work in your role as an HR manager, it's reassuring to know that it's not your responsibility to take sides. Rather, your task is to make the best business decision in alignment with the organization's stated mission. And like the Constitution, sometimes that's open for interpretation. That's where your experience, training, and judgment come into play - for both sides.